Planning District Commission Meeting   8/6/2026

Can you have a roll call?

Yes, Supervisor Galloway, Supervisor McMillan, here.

Supervisor O'Brien, here.

Supervisor Hodge, present.

Supervisor Goolsby, here.

Mr. Higgins, here.

Supervisor Barlow, Supervisor Woodward, here.

Supervisor Reed, Supervisor Reppenford, Councilor Fleisher, here.

Here.

And is there anybody participating electronically today?

Okay.

Matters from the public.

Is there anyone either online or in person who would like to speak?

If anyone would like to speak, you can have comments of up to two minutes.

Seeing nobody, I will close public comments.

And do we have any comments provided via email, online, or website?

Or we can move on to our first item of the staff introduction of the Director of Regional Planning and Operations, Kate Wythe.

Hi, everybody.

I started, I'm Kate Wythe.

I started in July 1 as the Director of Regional Planning and Operations.

I support and manage the

Housing, the Community Development, the Environment side.

Right now I'm doing a lot of receiving now.

I was trying to absorb as much as I can, as quick as I can.

I'm originally from West Michigan.

I went to the University of Michigan.

I started my career as a planning consultant and did a lot of transit-oriented design and comprehensive planning.

That's great.

And yeah, so I've been in Charlottesville for a few years.

I'm really happy to have found this opportunity and really look forward to just kind of taking my experience and adding value here.

So I look forward to meeting you all and working with you all.

Yes.

Before we do that, we can go ahead and introduce Supervisor Lodge.

He's our new Fluvanna County Commissioner that is taking Mr. Smith's spot.

I'd just like to welcome you here.

I'm James Higgins.

Nope.

So I'm working to move on from here.

Okay, now for special recognition, can I ask you to come bring me up front?

I have a couple of prepared comments.

I did make bullets, so I wouldn't forget to say anything.

But I am pleased to share that Keith Smith was selected to receive the Robert Baker Achievement Award from the Virginia Association of Planning District Commissions.

And so Robert Baker is a, he was a retired Army before he joined regional planning down in Brunswick area.

He then started the Southside PVC,

He then helped to start the Virginia Association of Planning District Commissions and served as their first president.

He was very well renowned for his commitment to regionalism, his commitment to cooperation within regions.

And upon his death, they actually created this award to honor him.

I nominated you for this.

I was very pleased to see that the nominating committee agreed that you were well deserving of this award for your commitment to TJPDC.

for your commitment to regionalism, for your tireless efforts on our behalf.

You've served on a lot of our boards.

I think this is awesome.

Everybody in this room knows me somewhat well.

For me to be speechless, take something, this is unbelievable.

I really don't know what to say other than this has been an absolute pleasure.

I was reluctant to come back for this.

I was told to come back.

I wasn't sure exactly what was going to go on.

I was like, oh, geez, maybe Tim decided not to do it.

I could come back again.

All this kind of great stuff.

But there was not a single commission meeting that I didn't love to sit in this seat and do this.

Regionalism is extremely important, and what this body has become in the last 15 years that I've been part of it is nothing short of miraculous.

Thank you.

In my last meeting, I gave kudos to David here, but also to Christine.

And this is pretty awesome.

I still think I should come with a check, but anyway.

Thank you very much.

Yeah, I would echo that and talk in the past about the impact I've seen from your housing and advocacy and I just know you talked about being on this commission after the 2008 financial crisis when

It's been an absolute pleasure to work with you.

The remote electronic meeting policy serves two purposes.

The first is to allow for commissioners to participate electronically when there is an in-person meeting, and the means for which to do that, but also includes the ability to hold all virtual meetings and the rules associated with that.

There are no changes from last year's policy to this year's.

A draft copy was in your packet, and if there's no questions, staff recommends a motion to adopt the remote electronic meeting and participation and all virtual meeting policy as presented.

All those in favor?

All those in favor?

Aye.

Any opposed?

Any abstentions?

Does the code just require an annual research reading plan?

That's a read option.

Okay, so it's informational for today so that we can begin to have some conversations prior to next month's meeting where we'll need to take action.

This is the membership of the Central Virginia Regional Housing Partnership.

It's a 25-member board.

made up of the four different pillars, private sector, public sector, nonprofit sector, and citizen or citizen representatives.

Keith Smith was serving on line 17 as the TJPDC appointed commissioner to this board.

As you can see in one through six, many of our other commissioners are also serving appointed by their governing bodies.

So this commission will need to, in its next meeting, determine who they would like to appoint to the TJPDC commission role.

So I'm sure we can have some conversations about

Who has the capacity to do that?

This board meets quarterly to discuss housing needs.

Don't need to make a decision today.

And then the next one, this is the roster for the board roster for the Thomas Jefferson Planning District Corporation.

You guys received a presentation on this from Ruth before she left.

It is the 501c3 nonprofit arm of the commission.

The

Bylaws of this board require that at least seven members are acting.

Six directors will be selected from the TJPDC permission to represent each member locality.

At least four of them have to be current commissioners.

So you can see on the left right now, current commissioners, we do have Pruitt, Goolsby, Woodward, and Reed.

We do need to fill the vacancy for Fluvanna County.

So that can either be

A current sitting commissioner, although since we have the minimum threshold of four, it does not have to be.

It can also be an appointment that this board makes to a Fluvanna Nami rep that is someone other than this.

So just to put some thought into that before the next meeting, we'll have to come forth.

It is a very well

The corporation used to meet annually, once a year, just before their annual meeting, filing their 990s.

More recently, it has become either every six months, and it may move to quarterly, depending on the amount of activity and the number of nonprofits that seek for us to be fiscal sponsors.

And you touched on a little bit just now with the newer initiative.

The TJPDC corporation is the nonprofit arm that mission is to serve the mission of the TJPDC through nonprofit fiscal sponsorships and or activities that the commission is not eligible for.

So for example, the corporation can apply for grants that are only eligible to nonprofits that can help with implementation of projects that are within the TJPDC's mission and set of activities.

Thank you.

So I guess at this point for either seat, are there any commissioners who

We'd like to volunteer.

I have an interest in either role of this film.

I think maybe we'll just have a conversation.

That's nice we don't have a need for that.

All right.

For either role being both the RHP executive and the nuts.

I'll approach it if Ned doesn't.

I think we have been expecting to try and have a replacement for the off-going alma from the

I'm someone who professionally works in housing.

And from an angle that you don't currently have on the board, Ned suggested I gladly accept it, joining the RFP executive board.

But, so I will formally throw my hat in the middle.

Nice and thorough, fine question.

Is that for the vacant seat number two, which is the appointment by Albemarle County for their seat?

Or is that for the TJPDC commission seat?

Or would you like us to make a recommendation to the executive committee and the board of the RHP that he serves and vote?

Because right now he would be taking the Albemarle seat.

So Albemarle has internally voted to fill that

Extra, Albemarle, and now Leafmeek.

So I'm their representing partner, apparently.

The separate seat we internally voted on, I thought that would have already been recommended, that Supervisor Sally Duncan was going to be joining me there.

And so I think the motion here is, my understanding is there's not a restriction on what seat the members will be negatively coming from.

And I happen to be a Albemarle everyone.

Yes, I have another at the executive committee meeting in April.

I brought their remarks for May or whenever the last executive committee meeting was.

I also brought them up in the quarterly meeting in June, and there were no objections to that.

So the idea was that Mike could go serve on the executive committee for the full partnership, satisfying the elected role, not really mattering where he's coming from since he's already there.

So just to clarify, that is for the executive committee seat, but not the full partnerships TJPDC never seat.

Right.

I think I just conflated a bunch of things, too.

My apologies.

Well, no worries.

It sounds like.

Yeah.

All right.

There's still, still clarity.

It's just not been possible to get it broken, but as the outline chair,

The executive committee has approved for me to be included in a immediate past chair capacity, but not taking up a voting seat on the executive committee or the partnership.

So I'm still going to be involved with the committee.

So I wouldn't want to take up the opportunity for another commissioner to join since I'll already be participating in one, if that makes sense.

So I would love to encourage folks that are interested in housing

to be that TJPDC rep.

We're still talking about it.

I think we are.

Definitely.

Jen's been extremely involved on homelessness and other things and will be a huge asset for the Regional Housing Partnership.

Well, it sounds like we'll finalize those next meeting.

I'm going to be in a drink.

See you later, guys.

Take care.

Hopefully this will continue to get everyone excited about housing.

Good evening commissioners.

I am here to present to you an update about the regional housing study.

We are

A year and a quarter into a two year process.

So I'm mostly going to just share with you all a little bit about what we have been doing so far and then give a little bit of a taste of where we are headed next.

So part of why we are doing it is because we need

We have some very helpful data to help us make decisions as a region and for the localities as well around housing.

The last time that we had a regional housing study was 2019, so a lot has happened since then, so we want updated data.

We also have engaged Virginia Center for Housing Research to do a really in-depth study and look at the regional and all the locality markets to try to understand everything that's happening, and I'll share a little bit about how in-depth they've been going today.

We are also partnering with Housing Forward Virginia, who is helping us with a coordinated strategy development process, which is the second part that we're heading into now, to look at

A narrow set of regional and locality-based strategies to respond to what we've been finding in the needs assessment.

So more on that in a second.

So these are everyone who's involved that I just mentioned.

So this was the entire development process that we mapped out at the beginning.

Phase one is complete.

So that's what I will be updating you all about today.

So just a little bit about what we've been doing.

At the beginning, they started with a bunch of listening sessions, but they also started by providing a lot of training to folks in our region.

We had 35 people participate.

It involved staff from each locality.

It involved all sorts of people who are involved in housing from different angles, TJPDC staff as well, our HP members.

And we learned a lot about a lot of different data sources and how to understand, how to interpret it.

When to find that data is not going to really be effective because maybe it's in a part of our region where there aren't enough people and then how to navigate what to do with that next and come up with estimates and ranges so that the data is meaningful.

So that was really helpful.

And a lot of people joined us, which was excellent, a good outcome for our region.

Like I said, we did a bunch of listening sessions.

We've done two to three sessions with each locality in our region.

We had elected officials, city and county staff and executives and we both learned a lot and it was pretty great because we had both our folks from VCHR and from Housing Forward Virginia in those listening sessions so there was a lot of back and forth and providing information even while receiving information as well and what they did with the information that they received

is incorporated into their needs assessment and into the strategy formation.

They're giving us a menu of strategies to choose from based on what they've heard from us.

And they used it to really understand the quantitative data that they're reviewing.

That's one of the biggest uses.

We completed 13 focus groups with a lot of different people.

You have the list there.

I will read the list of all the different groups that we talked to.

their goal was really to understand what is happening with the market and kind of why the data is saying what it's saying from a more qualitative point of view and it gave a lot of context that was incredibly helpful for everything we've done since then.

VCHR has been working on lots of data analysis as well as a literature review for the past

Wiesner, and the rest of the panelists.

And at the same time, they've had their team working on literature reviews to kind of look at what's happening nationally on issues that we asked them to look at.

And then since then they also came to our region a few different times to get stakeholder feedback on some of their initial data.

They kind of basically presented graphs and charts and talked to us about what they were seeing in the data and asked these groups in particular to just kind of have a response and let them know if anything was sort of questionable that they should dig further into the data.

I would say

Generally the responses we got in the feedback with the stakeholders were more in agreement and just kind of amazed and trying to think about how do we apply this as we move forward.

So which brings us to what is next.

We are currently in the strategy development phase.

So we've been working pretty closely with folks from each locality on thinking about

The full range of options and where everybody is.

All of you are familiar that each of our localities in our region are working on lots of different things related to housing.

And so they're really trying to tailor it specifically to actually what is happening in real time.

And so that's been a whole big part of the process because a lot is happening right now with housing in every single part of our region.

And there will also be regional strategies as well that try to incorporate all of it together.

And so we'll be working with the teams who are narrowing down those strategies to be the best fit.

We'll really only select a few.

We only want one to three strategies per locality and then one to three strategies for the region.

Our team that's working with us on this has worked with a lot of different regions and they're really encouraging us to recognize that we can't do everything and if we try to do everything it's probably not going to go well and so that's kind of hard I think for a lot of folks in our region to accept because of course

We want to address all of the issues, but they're trying to encourage us to really be strategic about our strategies and focus on what is feasible and then plan to continue to build from there, as a lot of our region has already been doing so far.

and then in the end you will have a really long technical report that will have everything in it so if you want to read the full thing or go use it for a specific piece of data it will be there but we will also have consumer reports which are a shorter version that's kind of for the lay person so that everyone in our region can have a digestible way of understanding the main points as well so we'll be working on that as well as finishing the strategies portion

In the coming months, and then in March 2027, we will have those final versions of all of those different reports available to everyone.

And then comes implementation.

This is one of those reports that has a plan included in it.

So implementation is the next step.

It doesn't just land as a study and just sit there.

And I'll just throw in a plug.

We will then be having the Regional Housing Summit in April of 2027.

So you'll also get to hear from our team

at that summit about the outcomes.

You touched on it a little bit, but I know one of the guiding goals for this was for it to be able to be implemented and also for it to be able to be kind of a living needs assessment where new data can be kind of plugged in and updated over time.

Could you speak

Yeah.

The living piece, I mean, it won't be a living document, but definitely the idea of the trainings is that now we have these 35 people with enhanced skills.

So that as we come back in a year later, two years later, if we have things that we want to go find that data and know how to work with it, we do have people who are more prepared to do that.

I feel like I missed the first part of the question.

To be implemented, okay, thank you.

Yes, so once we have finalized the strategies that everyone is choosing, Jonathan from Housing Forward Virginia is gonna be responsible for fleshing that out with us as well.

So actually the final version will have a more detailed plan in it about how those things will be implemented.

And so,

Based on that, there's going to probably be, just from having my finger on the pulse of it, it's going to be a range of strategies.

So I think the implementation for each one is going to look pretty different from the next.

So, but that's why we're working really closely with staff as well in all the localities.

And we're trying to really think about who is implementing what so that there can be a sense of knowing how that will move forward.

But I mean, I think we've kind of talked loosely about the goal being that it could start within like a year of the plan coming out and be implemented sometime in those new years.

A lot of the strategies, I think people are imagining that they would also be long-term strategy.

So maybe the implementation starts in those, but it's not supposed to be every strategy that we will use for the next 10 years.

It's not a super long-term idea.

I'm definitely very excited to read it and I hope for us in Charlottesville maybe can help reinvigorate us to focus on anti-displacement strategies and financing side of affordable housing and some of the tools we haven't prioritized quite as much in recent years.

OK. Am I doing something wrong?

Mouse?

It said invalid credentials.

Yeah.

Sorry about that.

Alrighty, well hi there.

I'm a regional planner too at the TJPDC and we'll be talking about the solid waste management plan update today and we'll highlight what we've learned throughout the planning process and review our draft goals and next steps towards adoption.

I got started prematurely, I'm sorry.

Okay, there we go.

Okay, so next slide please.

Okay, so our solid waste planning unit looks a little bit different than the boundaries of the TJPDC.

So here you can see it includes Albemarle, the City of Charlottesville, Fluvanna, and Greene County.

And TJPDC staff coordinates the activities that the state requires of our solid waste planning unit on behalf of these localities.

Next slide.

So we have two primary responsibilities as the planning unit.

The first is the annual recycling rate report to DEQ.

And then the second is to maintain our regional solid waste management plan.

And state regulations require that these plans are updated on a five year basis.

Sorry, I don't know why it's not showing the top part.

Full screen.

We'll try that.

There we go.

You just carry on and I'll just keep getting in your way.

Let's see if I can actually just minimize it and get it out of the way.

No problem at all.

OK, so next slide.

This planning process is guided by the waste management hierarchy defined by EPA and as required by the state.

So this prioritizes reducing waste or reusing it first, followed by recycling and composting, with the last priority being disposal options like waste to energy and landfilling.

Next slide.

The state establishes a number of additional plan requirements, so the update must evaluate our current conditions, the capacity of our local facilities, future waste management needs based on that, and our population projections, our public outreach efforts and implementation strategies for the next 20 years, because it's the 20-year planning timeline.

Next slide.

It also requires an assessment of waste generation and disposal trends, our recycling report and performance based on those annual reports, and then how we plan to maintain the state's minimum required 25% recycling rate, and then an adoption before submission to DEQ.

Next slide.

So the reported recycling rate is used by DEQ to determine whether the region meets the required target.

For our region, based on our population, this is 25%.

And so we coordinate this effort by compiling information from local governments, public facilities, regional partners, and then participating private entities.

Next slide, please.

Virginia calculates this recycling rate by comparing documented recyclable materials to documented municipal solid waste disposed with a few credits available for certain qualifying activities.

But one challenge with this is that some waste streams are excluded from the calculation and private haulers are encouraged but not required anywhere in the region to report recycling information.

based on state code.

So as a result, the recycling rate more so reflects documented activity rather than all of the recycling and waste disposal that's actually occurring within the region.

And this was one of the key takeaways that the recycling rate is more primarily a regulatory compliance metrics.

And it helps us to identify trends over times, but it's not really telling the whole story.

Next slide, please.

So the good news is that the region consistently does exceed Virginia's required minimum recycling rate.

So the data includes 2021 through 2024 with our regional rate ranging from 34 to 41%.

And differences between local recycling rates often reflect differences in reporting systems as much as actual behavior.

So for example, in Fluvanna County, some of

And then Greene's facing a different issue.

While data are available from the county from their transfer station, reporting is incomplete from some private haulers and a major private metal recycler, which is a big amount of the weight for recycling.

So in addition, the facility receives material from outside of the county, which can affect and kind of skew the figures.

So in the next slide,

This chart more displays the relationship between the rate and then the recycling tonnage.

So Fluvanna is in the middle there.

They have a high rate, but it's a very small amount of tonnage that's actually being reported.

And then Albemarle and Charlottesville are reported collectively just because Rivanna authorities serves both areas and they provide a lot of this data.

We also get data from the city's private hauler, information from partner organizations like UVA, ACSA, and private reuse stores like Goodwill.

So it's a lot more rounded out and you can see it's more of the waste data within our region.

Next slide.

Per capita disposal provides another example of these reporting challenges.

So the regional average increased from approximately 3.4 pounds of waste per person per day to 4.2 pounds in 2024, which does remain below the national average reported by EPA as of 2018.

However, the county level figures you can see are varying very dramatically with Greene reporting roughly 11 to 12 pounds of person per day and with Fluvanna at less than one pound per person per day.

So these differences likely reflect where waste is being disposed, as previously mentioned, rather than individual household behavior, highlighting the need for better data collection and transparency.

So yes, we're meeting the state requirement, but the reported rates should be viewed more as indicators of documented activity.

Next slide, please.

So because that informs the plan, I wanted to give that context.

But plan development began in late 2024, and it included our data collection.

We've had five technical advisory committee meetings with local staff and stakeholders.

There was a public survey available over the fall, a public workshop.

We developed implementation actions with local staff.

So for the public survey, we received 257 responses from residents across the planning unit.

The key data was that overall we're satisfied with waste collection services, but satisfaction declined considerably for respondents when they were asked about recycling and composting.

And the greatest survey gapped from these respondents was on access to convenient composting opportunities.

Next slide.

Several regional themes also emerged from the survey based on comments.

Residents recommended clearer information about what can be recycled, better transparency related to what happens to recycled materials after collection.

expanded composting opportunities, more convenient facilities in the more rural areas, and broader access to curbside recycling and composting service, and improving trust, transparency, and accessibility were recurring themes throughout all of the engagement.

So I just wanted to do a quick look at

some of the key details from each locality, but I won't spend too much time here.

Charlottesville respondents had identified key challenges with recycling access for multifamily housing, offices and restaurants.

And they noted some limited composting opportunities and had kind of pushed for curbside composting that was recommended multiple times.

And then additional desire for electronics and hazardous waste and bulky item disposal throughout the year.

And in Fluvanna, residents emphasized, Fluvanna residents emphasized a desire for more affordable and accessible drop-off centers for residents, a local composting program, and clear information about what's actually being recycled.

Your Albemarle slide

Those are two local composting facilities.

So they're privately owned.

Yes.

Yeah.

So people will drop them off.

The Bear and Panorama are located here in the city?

In Albemarle.

In Albemarle.

Are they respected solely in the Albemarle residents?

We have a lot of compost with vinyl and you can bake it up once every other week.

Thanks for your question.

And then in Albemarle, the sentiment about some location gaps, specifically in Crozet and Whitehall were recommended.

Again, multifamily housing challenges, more opportunities for composting, and then additional display or sorry, disposal for hard to dispose of items.

And then lastly, for Greene,

Residents had expressed strong support for expanding recycling options in the county and at the county facility, particularly for glass and plastics.

And they also raised concerns about disposal costs and recommended more convenient facility hours.

So next slide.

The goal of the public workshop was to review the key findings from our background data analysis and then hear the feedback on our draft regional goals and then hear their feedback on potential local specific strategies to meet those goals.

And the attendance was modest, it was virtual, but the comments kind of, they aligned a lot with the feedback that we had received in the survey.

And there was another note to have more measurable specific objectives for each locality.

All right.

Next slide.

So the drafted regional goals are organized around three main focus areas based on the feedback from local staff and members of the Technical Advisory Committee.

So the first is data and information sharing, which includes improving public education and developing better methods for collecting, verifying and sharing waste and recycling data.

The second is planning with a focus on maintaining a accessible waste management system while encouraging source reduction and reuse.

And then the third is focused in waste diversion, which also includes improving diversion measurement, supporting secular economy initiatives and expanding equitable access to waste reduction and recycling opportunities.

And these are very similar to what was included in the last plan with some minor tweaks.

And the next slide.

The draft plan includes all of the required elements that I discussed earlier.

I really just wanted to point out here that the appendices include all of our public engagement materials, including all of the survey responses, if you're curious to take a look there.

Once adopted, the resolutions.

It also includes a technical report that was developed by master students at the UVA School of Public Policy for their thesis project that focused on

Royal solutions to waste diversion specifically cater to our rural localities.

And then the more detailed implementation plan is also included in the appendices.

And these include locality specific actions for each goal.

Next slide.

So compared to the 2021 plan, this includes an expanded recycling and disposal analysis, discussion of the reporting limitations, a more locally defined implementation framework, and then a significantly expanded public engagement section and description.

And the plan is currently available for public review.

Sorry, next slide.

through the end of August on the TJPDC website with all of the supporting appendices.

And we will be presenting the plan in more detail to each member jurisdiction throughout August and September.

And then the state required public hearing will be held at the September 3rd commission meeting.

And then following that, it will go to the boards again for resolution of adoption.

And we'll return to the commission for the final adoption by the Solid Waste Planning Unit in October before being submitted to the EEQ.

That is all.

Question.

So the method that we follow is determined by DEQ and they require us to collect this data, but only public facilities are required to share the data.

The code says that private facilities should.

And so I know there's conversation in some localities about having hauler requirements, you know, as part of an ordinance where they're permitting with specific haulers to ensure that they're gathering this data.

So we always have to have that disclaimer that we need to do it this way and Charlottesville does it that way.

But I don't understand how we're ever going to get

Yeah.

And I think that was the point of having these more locally specific actions.

So we've stated that the regional goal is to improve transparency of the data, have a better baseline of the data so that we can move towards improving it.

I think that we had a metal reciper of five for an SCP and part of the SCP condition was that they had a board that was going to be put in place for that.

Just, you know, knowing a little bit about the challenges here from that standpoint.

So we didn't do that, which I think is a good way of doing it.

Well, right, with the one private hauler that serves a leg, you know, serving 4,500, 5,000 homes, which is about half the population.

And, you know, they do have a recycling, several recycling bins.

I think it's really up to the locality.

There are there's all the requirements that can be put into place as part of ordinances so that in order to have a permit within this jurisdiction, you have to report the data on a quarterly annual.

You know, you can define that within that, which I know Albemarle County, their Solid Waste Alternatives Advisory Committee has been developing recommendations for that for, I think, 10 years or so.

And they've had

Private Consultants work to develop that ordinance.

So that's public material that might be referenceable.

But also, I know that a lot of times private haulers have to get a permit from their locality.

And so as part of the permitting process, without having to update the ordinance, that might be another avenue to, you know, communicate better about requiring data reporting.

So it's the locality specific actions.

By localities, I mean, you would think it's both on the permanent and on the ordinance side.

So it would be a little bit of a pop-up where you have a lot of people coming out to complain about getting this stuff.

Is it the fear that it's going to drive off suddenly?

I don't know.

Yeah.

And also I know, you know, the climate conversation can be very big and transportation, you know, is a much, it's a bigger part of, you know, our greenhouse gas emissions.

And so I know a lot of our jurisdictions are more focused on that end, but also, you know, solid waste is there.

It feels like a weird place for the state to have injected a requirement.

And I don't want to diminish the value of the good work, but it's a regional planning effort for something that has to be administered locally.

And even the local governments have actually pretty diminished capacity and language

At least in this community, it's a mostly privately delivered thing.

With inter-private running, there's not even a role for them.

I mean, it sounds like, you know, I don't think they got it wrong, but going between the permanent process and the ordinance process, it sounds like a fairly aggressive role by the counties and requiring number 40.

We're 250, so it's a 93% response that said don't bust the information that's being provided, right?

So out of 250, so it's not 100%.

So out of that, that's 35%, 30% of them are saying we are not really sure

what we're doing is of any value.

But I think, you know, I've been used to hear things like plastic actually gets recycled, what's happening, that's the standpoint, everything you hear about China rejecting, you know, the low risk management, the waste that we're sending.

Yeah, and it's the point you brought up is interesting because there's this recycling report that's based on solely municipal solid waste.

It doesn't include construction debris, which can be estimated to be up to 50% of what's being thrown away.

But so there's this report that DEQ requires, and then there's a separate report that's not within the confines of this plan.

But it's called the Solid Waste Infrastructure Assessment and DEQ gets data reported from every permitted facility because they have to get permits with DEQ, not the localities.

And if you take a close look at that data for municipal solid waste for all permitted facilities in Virginia, the recycling rate, depending on how you look at it, is between one and four percent.

And so there's a big discrepancy between what they're reporting from the SWIA report and then the recycling rate report, which they have a different scope of what they include.

But I think it does point to there's a lot of missing data.

There is an implementation plan.

Great.

Any other questions or comments?

If not, then

The next item is the incentives, unless there are any amendments, I would entertain a motion to approve the consent agenda.

All those in favor?

Aye.

Any opposed?

Any extensions?

I just want to pull it off the app on the screen, but you can just.

A copy of this was provided in the packet.

Good evening, everybody.

So in the consent agenda was the May and June financial reports.

So if you're looking for kind of our year to date where we ended for the fiscal year, those P&Ls will have those totals as well.

Just wanted to make reference to that in case you're looking at where did we land for the year.

But these reports will also give a snapshot, but I will be focusing in on how we did in the fourth quarter specifically for the fiscal year.

So the first thing I did was just compare how we did from last quarter to this quarter.

We had an increase of $15,000 in our net quick assets.

We had a, which, okay, so sorry, I was up there.

Ten point one nine months of available operating expenses based on the 12 month average, which was an increase slightly over the March number.

Our current goal is eight months of available operating.

So we're slightly ahead of that goal.

And then our capital reserve funds were 382 at the end of the June.

Unrestricted cash on hand as of June 30th was 1.3.

So that equates to 7.89 months of average operating expenses in six months is our goal.

So again, slightly ahead there.

If we're less than two, that's when we have a concern that we're not going to have funding.

And we are well above that, so.

No concerns there.

Revenue, less expenses would equate to, on a normal P&L, a net gain or loss.

And so we had $11,000 for the month of June, specifically, cumulatively for the fiscal year.

I'm giving you that number, which is $112,887.

I'll just look at the chart right below that and just reference that one line item for a moment.

That's a little above where we had targeted.

We had a budget of $110.

We're at $112, so a $2400 gain over what we had looked at as a budget in March of 2026.

So I'll skip down to that table there, just looking at the revenue, operating expenses, and pass-through as well.

This table shows what we budgeted from the March approved operating budget to what was actual through June, a percentage of what was spent or earned, and the dollar variance.

So the revenue and the pass-through pretty much equate to each other around what was anticipated and what actually occurred.

Most of that, I would say, was contributed to the BODI program.

As you are all aware, that's a multi-million dollar program.

So getting it down to the exact dollars are kind of difficult.

But that's where we landed for those operating expenses were slightly below what we had projected.

And that is primarily a result of two staff vacancies, one both occurring on March 31st.

So the whole fourth quarter, there were two positions that were not filled.

Then we switch to the balance sheet items.

This kind of just summarizes what our current assets were, whether there were increases or decreases from this time last year.

These are summaries of the balance sheet that was included for the quarter as well.

in the attached reports.

I'm not sure if we have that up or not.

But again, accrued revenues.

I'll just skip to that because most of the assets and the liabilities are pretty evident in the report here.

If you have any questions, I'm happy to address them.

And then accrued revenues with the existing grants and contracts.

We had a rollover and that's shown in the accrued revenue report, which was in the packet, the consent agenda packet, right?

So 20,000, 515, 20 million, excuse me, 515 were our rolled over contracts amounts that go into fiscal year 27.

I think I said that correctly.

I think that's... And just a little caveat, these numbers are not all final.

There's going to be some year-end adjustments that are going to be looked at.

and then the audit will be in August, September, October time period.

And I'll come back to you with any final figures then for the year.

That's my presentation.

There are no comments or questions.

I noticed I didn't start.

Does this require a vote?

Do we maintain a motion?

I move that we accept the financial report.

All those in favor?

Any opposed?

Any abstentions?

Motion passes.

All right, that will be me.

Yes, you do have a memo and probably a resolution in your packets.

We should get back to that.

We can make a memo about it.

We'll have transformation program coming out of the federal legislation that was approved last summer.

It was partly compromised.

Christine's funneled some money to rural health efforts in the states.

So the first year of Virginia's take is up almost 190 million dollars.

Last fall, the previous state administration started the application process. Of course, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the new administration, the

B.A.B.C.

and looking to B.B.C.

's which should be partners with the state to help them administer one of the buckets of this program.

There are four buckets in this program.

The largest one, the largest funded one to the tune of

almost $64 million was called Connected to Care, Closer to Home.

It's focused on mobile and biodegradable health care delivery.

So I think mobile clinics and telehealth, et cetera, et cetera.

The money that's flowing through the feds is coming to the DBAS, which is the Department of Medical Assistance Services.

They do Medicaid.

They don't really do grants.

Therefore, the state has really been looking to try to find implementation partners for these initiatives.

This is the last initiative, this bucket, that doesn't have implementation partners, so we're kind of bringing up the rear in the discussion with the state about this.

Conversations that we've had over the last six months, or six weeks or so.

Seems like six months.

There's been about eight to 10 planning and history commissions in different parts of the state within part of those conversations, which is about the number of death per state, anything that they could be.

You know, looking for those EDCs to go and spend the grant funding to look what applicants seem to be awarded funding

for rural health providers.

The states has divided up Virginia into six regions.

You've got Southwest, you've got Southside, you've got Illinois Valley, you've got a Northern or a Shenandoah Valley.

You've got a Northern Piedmont, which is planning districts 10 and 9, so us in right now rapidly into our new week.

And we've got another one that is

Howdy, Northern Neck, Middle Clements, and Eastern Shore.

So nothing in North Virginia, nothing in Hampton Roads, nothing in the Richmond area.

And ironically, and some people take issue with this, nothing in the Lynchburg area.

That was the need to not be rural, according to the federal code.

So we're getting a little bit of pushback now.

But really what they're looking for the PDCs to do is to really just to fund funds.

So is it applications?

Gjorgjievski, Judge the applications, make awards, getting the money out to the projects, monitoring the projects, paperwork since this is a federal program, and then making sure that the projects are in compliance with the rules of the program.

There, you know, Christine has talked about

We have a lot of interest in this area that has already been demonstrated within the state as part of the

application process last fall and stated set up a suggestion box.

And just in this, just buffing alone in global and telehealth and in hybrid healthcare, they had over 80 suggestions from across the state in a very short period of time.

So we're anticipating it's going to be something that, you know, it's going to be very well, and this will be a lot of interesting.

The funding for this first round would have to be obligated by October, so we're looking at a two month plus period of time in order for the PDC to get an agreement with the state.

And then funding that would be awarded to projects would have to be spent by September of 2027, so another year.

I guess about three weeks ago, we kind of had a curve ball throw pass where we stated that working on this October,

Deadline for any other contract for this bucket.

And that's came back and said, oh no, in order to show that you're making progress towards implementing this, we need you to have somebody on your contract by the end of the line.

So fortunately, there were a couple of PDCs that stepped up, one in which particular was able to negotiate much of last week with the state to get under contract for their particular region.

I imagine that that arrangement is likely going to change.

So I can't really say exactly what the structure of this site look like for additional PDCs that may be contracting the state.

Again, I don't think it's going to be a problem for this money that is in this bucket to be spent.

It sounds like from what we're hearing from this one PDC, get a bit of bureaucracy, get the paperwork.

I think there's still some questions about how funding, you know, in terms of administrative costs might flow, but you know,

I think the conversation by the CDCs that have been involved in discussions with the state, everybody, despite this, sees that it would be great benefit to being able to be part of this program.

So the resolution is before you, it kind of outlines what's in the memo and some of the things that I've said, but would essentially just authorize Christine as executive director

should be in the best interest of TJPDC to enter into a contract with the state for this region.

No, there would be discretion remaining if additional curb bumps are thrown.

Yeah, I mean, nothing's final.

And I'd want significant legal review on the agreement.

I want everything to be in order.

I just want to have the opening to not lose this funding for our region.

is what it comes down to.

They've been going to some of the other buckets they've gone to.

There's some other state agencies, Department of Health, Department of Rehabilitative Services that have been involved.

And I don't know if it's a system on property, site, foundation for healthy youth.

It just kind of depends on what the initiative is.

You could be a implementation department.

I think they were struggling to figure out this particular bucket in way of it on the PDCs.

Any questions or comments from the issues?

I would say not only is it meager, it's 10% administrative across both the PDCs and the state's administration of the program.

It's definitely $6 million.

Well, I'll rely on your judgment in February.

You've got probably enough compensation, but it sounds like it could be a pretty heavy paperwork.

In compliance.

That sounds nuts, can I just be frank?

That's totally bananas.

Just saying, because I don't know, like, just to have a PDC have the

to be the fiscal sponsor essentially of these things in like a realm of healthcare that is already so robust and tethered to bureaucracy beyond with no administrative support or technical support.

Although I didn't read deeply into the memo, I would.

One of the things I didn't mention is that they did an indication that there would be state level

O'Brien, Patrick Managers who would be there to assist the regional level.

For example, there was a question raised in one of our discussions about would it be the PDCs who are going to be soliciting applications and then you have to review proposals and then make awards.

Yeah, because I would be, I mean, obviously, I think we would be weird to not say yes to the potential of maybe doing this, right?

That's a side, but I could see some applicants for community paramedicine applying, but would that really count as mobile?

Do they, are they really clarifying that we wouldn't have that expertise here so that you're saying that that project manager would kind of come in and say, okay, this meets the eligibility requirements.

The way that I'm trying to think of this optimistically is similar to VODI, where we don't have any technical expertise.

We are not practitioners.

We are serving as a pass-through organization where we're taking the money from the state and we are relying on partners to apply for projects that are eligible so that we can then say, yes, we can get you the funding to do that.

It is fast and furious.

Please hear you say you're concerned about the administrative costs but it is also a one-year commitment right now with uncertainty on what the next several years might look like because this is only year one of the program.

I can say there's even uncertainty on the part of the state being able to get future rounds of funding.

I think that you know part of the reason that this obligation or this contract had to be put in place on a quicker time frame was so that they were showing progress by

In all of the meetings I've been in,

I've been pretty impressed with the other PC director saying we will figure this out because we have to figure this out.

But there is still some somewhat clarity that we're going to learn as we go.

And it's only been a handful of weeks since we even learned about this.

And it's going to be really quick to get to the point of under agreement with legal review.

The more information that I get, I think the more information I can bring back to you, hopefully in the September meeting as things progress.

But I did want the resolution that I can continue to move, continue to work towards this.

If an agreement needs to be signed before your next commission meeting, that I have the authority to do that.

But I'm happy to give you all the information I have as I get it.

I know the Lake Mochilla Rescue Squad is a nonprofit, and they're interested in a community care medicine program.

Monique to make the program happen.

I think the reason PDCs were reached out to is because of the existing relationships that they have in their region, working across the local jurisdictional boundaries and working not just in the government sector but the private sector.

And I ask Paul,

Kind of populating in my mind, you set up the event, and now I'm trying to put everyone in their respective roles.

I mean, now if we went by, right, and say, oh, here we can just be a fiscal agent, and we're relying on partners.

In that case, though, you also, like I'm moving from the county, we have a cleared house, a convener, issue authority,

actually helped bring the other women to recipients and coordinate a lot of that work.

And it's not fair to me to be bad.

What?

I guess, unlike Bobby, where you had

You know, involvement and investment by each of the individual jurisdictions contributing to the project.

We obviously don't have that.

And that would be a project.

I guess the distinction I'm making is I appreciate again the locality brought in there, but also like the

Law, is that who's making these decisions?

And I guess I'm trying to figure out in this new program, in other than analogy, it feels like there still isn't that role for the veteran, the convener.

And maybe there's not going to be one, or maybe we're still discerning who occupies that.

Yeah, in general, broadband offices have authority that other expertise from like, like we have citizens like these.

Yeah, yeah, yeah.

No, no, but that office really did give me and bolster and brought together all of the, you know, everyone put into that pot.

Yeah, exactly.

And that did become a very, a coalition that made our region the strongest applicant for being in other topics.

So I forgot about that.

Yeah, I mean, I think that's a good point because, you know, we wouldn't necessarily be able to say, does this project have an

It sounds like an estimation of this program currently really hinges on a high estimation of the capacity of technical assistance.

I'm always underwhelmed by like,

You guys felt one of the last calls we were on and had folks coming in from the initiative in their office.

You know, again, Attorney's getting more into it.

Oh, that's the states piece.

I would say in a situation like this, I would almost

want to rely on support of a selection committee of folks that are in the industry without there being the conflict of interest that they are also having.

Plus the data on cell health and working in the world is crap.

So yeah, I don't know.

Well, the other option is,

You all direct me to say this is not something that the TJPDC wants to engage in.

I mean, certainly I want to do everything that I can to bring this funding to our region.

Phoebe and other people, oh yeah, okay, okay, okay.

The whole program.

Right, so I'm saying it's not a unique problem to us, so we're not in the powers to be to change that, that will come to the attention of people with the greatest program, they have to come back and say, we need to figure out how we work out.

Right, but I think the real question ultimately

What I'm getting to is it's kind of your decision if you're comfortable with taking it on, you know, the palace.

If you're uncomfortable, then tell us, right?

But I don't know that it's going to be the successor of Taylor with the reflection on us as we just put it last ten months.

Maybe it's systematic.

And the vote tonight is just about not 100% closing the door.

Yes, and if there were to be a requirement that an agreement or a contract is signed prior to your next commission meeting that I have already sought that approval from you through this.

Mr.

Chair, I move we adopt the resolution of support for the realm of transformation staff member.

All those in favor?

Aye.

Yes.

Any opposed?

Any abstentions?

The Executive Director's written report is a little bit more comprehensive than normal since we did not have a meeting last month.

So it includes two months of work of our team, but I did want to highlight handful of bullets that are in there.

First and foremost, kudos to my team.

We put in all the smart scale applications, both for the NPO and in support of the rural jurisdictions that asked for that.

That is a very large lift.

It is a very complex process.

So thank you to my team for all that work.

Those were all submitted and now in the state's hands.

Second one is the CJPDC did kick off an update to the rural long range plan.

We have been working through the Rural Technical Advisory Committee to update that plan.

It's about a 10 year plan.

We have been in contact with both your planning level staff, but also your chief administrative officers letting you know that that planning effort is underway and the ways in which that we will engage the governing bodies to approve the items that go forward in that rural plan.

This is the very beginning of the kickoff.

Effective July 1, we do have a new Commonwealth Transportation Board member for the Culpeper District.

That's all of our jurisdictions except for Nelson County.

They're in the Lindy Park District.

So we now have a new member representing our region, Mr. Jim Moyne of Mineral, Virginia.

We'll take that seat.

To pass around to some of you, I'm not sure everybody knew this, but for the MPO's application to the BUILD grant for preliminary engineering on the Ragana-Vite Headbridge, we did not receive that grant.

This is the fourth year in a row that we have applied and the fourth year in a row that we did not receive the grant.

We will take advantage of FHWA's debrief.

In the last three debriefs, we learned that we had merit scoring.

It's a highly competitive project.

They continue to say resubmit the project.

It is still yet to be successful.

So there's a lot of conversations at the staff level of how many times do you put into the same pot and not enough success versus how long do you stay in queue when they tell you to keep applying.

And if there are other projects that are

eligible to be submitted and billed instead, whether through the MPO, through the TJPDC, or through the localities.

So that's where we're at.

We should put that all with nothing else.

For that one, I mean, obviously that project would be transformative in a lot of ways, but as the assessment at this point,

I think there's a lot of conversations right now at the SAP level of exactly that.

What should our next steps be and what recommendations should we make for the future of continuing to apply for the same program and not finding success?

Another update is from our PATH mobility management program.

We do apply annually to DRPT for funding.

We were awarded additional funding this year, plus an additional $50,000 from the state to try to expand our transportation assistance fund, and that's to help older adults and people with disabilities trying to reach critical medical appointments.

So we do have a transportation assistance fund to support folks where there is no other transportation option available to them.

We're continuing to look for other private and foundation sources to continue to support that fund because it has been a very useful product in this area.

Staff are also evaluating a new planning opportunity through DEQ, much with Bell and Tate support to support the development or update if it already exists for debris management plans in three of our six jurisdictions that were impacted by Hurricane Helene.

There was some state funding to go in and look at the emergency operations plans.

That localities already have a requirement that there's debris management in there and going in and reviewing what's in there and perhaps updating those plans on behalf of those in tandem with those three jurisdictions.

That is Albemarle, Greene, and Nelson.

We are having conversations at the staff level right now to look at

what the existing condition of those plans are, what is the interest, what kind of staff capacity they have to support that.

And then we will move that up to the leadership within your counties to get confirmation that you guys want to participate in that if we were to apply for a grant for that.

You heard from Bella on the celebration management plan, the executive director's report and her presentation had all of the dates of the upcoming meetings to governing boards, so she'll be before

those four jurisdictions coming soon.

The Rivanna River Basin Commission's annual conference is upcoming.

That'll be held September 30th at the center at Belvidere.

There are registration links within the executive director's packet that you can click on if you're interested in attending.

And the theme for this one will be watershed stewardship and access.

And then the notice of funding opportunity.

We have been waiting very anxiously for

For the Housing Preservation Grants, NOFO, to be released, the Notice of Funding Opportunity.

It's a grant we apply for annually.

It is not a large amount of funds.

It's $8,000, something like that.

Usually they release the Notice of Funding Opportunity.

There's a 15-day public notice process and the application is due within 30 days.

And so we will bring that to you at the beginning of the September meeting to serve the intergovernmental review process, do a public hearing, and be able to apply for those funds by the end of the first week of September.

Any questions or comments?

If not, we can move on to the roundtable discussion

Outstanding.

So we have a few things that have come aboard the county lately.

I will go from what were least interesting to most interesting.

Like I think everyone else here, we entertained in the past the sales tax referendum to get it all about.

I think it will not be meaningless.

We also have just started our legislative primaries process.

We have the interesting, a new experience since I've been on the board for three years.

It's the first time we've had a bunch of things come off the legislative priorities, but they got signed, which is cool.

The main thing I think that is a key legislative priority in the county.

are expanded for our speed authorities.

And that's because it seems like everyone kind of wants a hand on that ball.

There's a thousand different safety measures, each with a thousand different things they're trying to be getting done.

There's a lot of people who already shined into our individual voice.

So it's all in the works.

We are beginning the process for updating the housing and helping model plans.

This is our housing master plan with the revised five-year update.

It also requires five-year goals with the happy position of having mostly accomplished our goals up to this point, which obviously means we need to project out on what we do next.

With that, we're also about preparing for the last three months on which the formation of a housing master plan.

makes the initial comments on what we'd like to see that look like and kind of how that, what role that would have.

The desire would be something that can, I think from all boards and commissions, that ideal scenario, if they act by an extension of the board's brain, they engage with policies, screen what they're getting

We also got a update on our activity planning.

I mentioned that mainly because that's kind of a long theme of our planning process.

But it's relevant here because there was three different broad activities interclustered.

So we were not focused on master plan, but we think we had the most pleasures to actually play with.

One that was second in line, but didn't get selected, was some of Gandalf's area.

And the specific reason was

There's not quite enough things we need to fight on right now.

One or two things slotted into movement would make this one of a higher priority points.

One of the examples of something that would make this, just because we were just talking about it, one of the examples of something that would make that elevated, you know, the master planning would be, of course, if there was a... And so now those are the less interesting things, the really interesting things.

We've dealt with for the past few sessions.

It came up really quickly, maybe bracingly quickly, is a discussion on concentrated animal feeding operations, combined factory farms that do need farming.

In this case, particularly around poultry, but we're talking about the issue from the type of farming we have historically had in this area.

is a type of farming that is how most meat is farmed.

Now, while most of it is relatively small terms of beef cattle for farming and a variety of artisanal agribusiness and artisanal-like agriturism, that's most of our economy that would not be fine for some of it.

There is a large indoor feeding operation in the counties that does feed.

The neighbors don't like these things.

That's been attacking them for a while.

They've wanted some changes for a while.

Not much is happening.

Separately, there's been a really wide increase in Illinois, by an LLC that represents a bunch of minimum groups from Rockingham County, where there is a lot of industrialized agriculture.

Not necessarily by these people,

There was concern in the community, and it looks like they may have thought about actually exploring different kinds of agriculture, including the North American analysis, not the black one.

There was concern in the community, like, oh no, we don't have any regulations on this type of agriculture because it didn't exist when we last asked it.

They didn't know the thought, how we think about this.

We're going to be called o-ers, and you're going to have

White, John Paul Barnes, N.K.

Barnes, all of those are some of my students and friends.

A lot of the members have been very surprised about this.

And then there was a move to begin the process for drafting the movement.

Supervisor Initiated Processes for Ordinance Drafting.

Most of our processes are staff initiated, staff led systems.

And so to speak again, the request to staff to bring us a

I would say a lot of opportunity for organizing around this on the side of the issue.

And I think it really, I think Supervisor Galloway really put this well.

He's like, people are trying to make this a bigger issue than they've been about.

What is farming an alcohol?

But that kind of is the issue.

And we never actually answered that question.

People sometimes critique our, what I call,

More artisanal farms or agribusiness that we have that is well wearing back as being big farms or German farms.

Okay.

What's that?

Do you want to encourage agriculture?

What does that look like?

And these are just things that we're not going to look at.

There's right now overall areas, mostly upscale residential and then some waxy farming uses.

And I don't think we really paged with what Farley looks like, whether or not it deserves additional regulatory approaches, and also whether or not we're doing well with this advisement.

And you can't have them require a special use permit for doing by state code.

You can still have criteria that can be put over these requirements.

We don't have one specific system.

and a lot of the better work those of you who are opposed to and kind of development to our industry coming into the area, I often say, you do realize that you can have a big farm next to you, which is by right, you know, or they can paint their big lawn purple if they wanted to by right.

And so we kind of, you know, to that point of how Virginia and its land use

I would put it that way.

I would put it encourages the same kind of farm units to get the tax benefits.

But I do like the idea that, you know, if you're going to put yourself out of the world, there should be a good old farm that could be that bad.

Otherwise, you're not really worth it.

Lots of tax break farms.

Oop, he's pretty thorough.

I'll just make the comment that I attended the National Association of Counties annual conference.

The big overarching thing that seemed to be discussed a lot with the data centers and how it's impacting the locals, and we had the supervisor from Loudoun County, Mike Chenin, sits on a steering committee up there, and a lot of other counties, but we'll continue to do the county instead.

We'll figure out how to deal with

Hall, the issue with the data centers, and Greene.

So that was one topic.

And the other one was maintaining local control.

Luckily in Virginia, we're not having to deal with legislators, state legislatures pulling away the county's ability to pull out real estate property taxes upon their government.

So could you imagine if you lost that property mechanism?

There are states that are doing that to counties in other parts of the country.

I don't know how they function if they take that away.

But those are the two kind of topics that kind of swirl about just as a, as a forgiving order.

Let me be any, of course, the hot topic in the main panel is the controversy between the ice, the federal ice, and the share of it.

within the hot topic for the last couple of months.

As far as business-wise, we've got quite a few things that's popping up that can spare its name.

We've got small businesses there that would help.

We've got the update on our water and garment project that's rolling along pretty good.

I think that should be

Company function would be tougher than in the next few years.

It would certainly almost be weighted.

That's track that they're growing.

I think they ran into a stalemate that there was a water treatment plant that was drilling through rock.

It was more rock than what they had initiated.

It's kind of got them in a little bit of a lag on that.

That's known along in some ways pretty good.

I think we're entertaining that one of the sales tax that we've seen.

I don't think we've passed it yet, but I think we are entertaining looking at that.

Other than that, the business is brutal, a lot of things.

Do I need to write anything up?

Anything else?

Very briefly, these recent rains are quite welcoming in Greene County.

Recently, the State Department of Health approved County Law No.

2.

That's expected to come online 40 years then.

I know we're still in top conditions in our region in order to change it.

Fluvanna continues to be very exciting about all the activity around the potential for data science and valuing

into a big data center.

And so there's a lot of excitement with them.

In fact, in our meeting last night, there was a conversation that we want to, not what I banned data centers to be, data centers by, in industrial zoning, it used to be viable, we put up special legal machines for that.

So we'll be bringing that onto the agenda next time around, and we'll see if the supervisors decide whether that's a good idea or not.

I'm always amazed that you have people on the board, and you have child abuse property rights, and then information rights, and so on.

And so there was a lot of concern in the community that there's a realtor who has a listing.

It was originally listed as a data center study attached to the VDP side, which is connected, of course, to learning about development, because that's the person that you go, oh, if you like the VDP side,

and to find out more information.

And so, you know, is Fluvanna four data centers or not?

And why not the chair is four data centers.

We did pass the 1% referendum, so that's the voters and groundwork.

And then both Wawa and Amazon are sort of slated to be open mostly before the end of the year.

Brown, Luke Tifton.

You can see a lot of activity.

You can see the Amazon Warehouse, which a lot of people think is a data center, is near completion.

The parking lots, the interiors, they're really supportive.

The sewer will be open later, but they've been operated.

They're also tracking down for something like that.

somebody said maybe we need a few straws.

That's exciting to implement and see that too.

And then the last part is for those folks living on South Boston Road right now, we have the Wyoming Living Boundary.

So that has created some destroying.

That's the main thought.

We're about 15, so if you don't live inside the lake, it's problematic.

If you live inside the lake, just don't.

I don't think that building will happen.

I think we'll have to have a lot of data then.

Do you all currently have any data or something?

No, no, no.

The one that was here in your pocket.

Well, I mean, this was an important, I think,

Things that we learned as we went through all of this process.

We have them with us.

Yeah, I mean, like, those are dates.

And I think it's an important conversation to be asked.

And that question was brought up by one of the supervisors who was asking, you know, well, how many dates are you learning?

And so it's good to know that it doesn't, you know, part of what I brought up is the definition of a data center.

It would be a 10,000 square foot building.

It would be an ongoing square foot building.

I find it ironic that people that make the most noise and oppose it use social media and on platforms that require energy to send this to them.

He's like saying, I'm against forest fires, but I like white.

I'd be curious to see a comparison strictly on the water use question, which is, I know there's many other questions as well.

I'm really glad to talk about that because yeah,

McPhee, Bob Sess, and there was a lot of discussion when we were passing this around with noise, and we had a pretty straight noise standard of 60 VDA, a one-hour maximum computer time, and you could see that sort of the door fans were adding to the noise level, and so it was made pretty clear to the folks at the mass data, you can't do this, you gotta make sure you stay within it, and of course that was in conversation with folks at the

Again, to ask in terms of what the guy's going to do and how do they try to protect from that standpoint, which are fair questions to ask.

But it was also sort of ironic that, you know, those same folks were saying, well, what about all the water they're going to use?

So instead of using six million gallons, they're going to use a million gallons.

You can't win either way.

EYOE, renewable energy is going to become sort of a factual model going forward.

Chesterfield is going to be a great example of that, where you have the Google data center right beside what's intended to be the first vision power plant in the world.

Well, I'm sure it will continue to remain a controversial and difficult issue.

I'm still scared of AI generated videos.

Also 1%.

We are also working on our legislative items and agenda.

We are doing a big push to close the two largest encampments for unhoused residents in our river district.

And that is tethered to an emergency shelter opening on one of the properties we bought last year, which is called 2000 Nollie Drive.

It's just up to 50.

It's a 27,000 square foot building.

which we will convert by September 1st into about a 120 bed low barrier shelter.

Everything is in motion right now so you'll hear more about eligibility for that shelter and programming and

Delights, but all that kind of in these last five weeks of kind of getting towards September 1 and getting the River Encampments residents prepared and packed and moved and then cleaning that area, which will continue past September.

And then the goal is to build out a

and kind of homeless services division of our local government and continue to expand these efforts with the transitional housing which we just got a seven million dollar state grant from with the help of pre-deeds to spend on that kind of effort which is a technical HUD designation for housing instead of we'll keep working on that and

Hopefully continue the efforts we're doing now with other encounters around the city in the open room today, bring those into our ladder of homeless services as they expand.

And then end of September is the loop de ville.

So hope you'll come join us for the three, 10 or whole 20 mile loop of trails around.

You choose your own adventure there.

It's totally free.

It's the only day of the year that we do it guided.

So there are slow, medium, fast, hiking, running, and riding options.

And all of our guides are pretty well versed on the trail.

And it all convenes at the end of a big party at the Rivanna River Company down in the River District.

And super fun day.

Yes.

And then you have a sticker that says, I close the loop.

Very exciting.

So is there thinking that the whole encampment will be gone?

Yeah.

I mean, the loop-de-bill would have run with whatever state the encampment was in.

It does pass through there.

But yes, the encampment will be closed.

The cleaning should be benched by the members of the number, depending on flood season and how much delay there is.

You don't say ambitious, Tony.

I appreciate the efforts of Charlottesville.

We have done an assessment.

We reached about 38 residents.

Well, now 40.

We did two more.

In the eastern cannons, and about 40% are from Charlottesville, about 20% are from Louisa, and 18% from Fluvanna, and then other localities in Virginia take a big percentage as well as through the state.

So, yeah, there's everyone from everywhere down there right now.

No, but we're scrubbing it now, and I hope by

We'll start moving our efforts into getting folks prepared to move.

And as we do that over the next two weeks, I hope to make that public.

Oh, yes.

And then that data is for serious high free bridge of people who were there.

Yeah, that is data captured between June 20th and today.

Right.

Right.

We don't have baseline data and we don't know.

Yeah.

It could be all kinds of things.

Do you think?

No, you do.

I don't know.

Like other localities, we passed the one-cent sales tax referendum.

We're going to be having upcoming meetings with our school board about

Some of their priorities for how they would like to see that revenue spend would add on to almost definitely the biggest topic of conversation in Charlottesville beyond the closure of the encampment with the date of September 1st being the goal in identifying and funding an operator to open Holiday Drive as an emergency shelter in September.

beyond those things, which have really been by far the biggest breakthroughs.

In November, that's still the slated date for VISTA 29 to open, which is 80 units for people to be able to move out of homelessness into those units, which has been a very strong partnership between Albemarle County, Charlottesville, as well as nonprofits to make that value.

And as was touched on from the encampment data,

The majority of people are not from Charlottesville specifically, in terms of your last address, and I believe in data from Pacham Gasu, which is our churches doing fall, winter, overnight shelters, match that as well.

The majority of people are not from Charlottesville.

They're local and extensive, coming from, again, our surrounding counties, not much out of state, Virginia Beach, but very much a regional challenge, and I think

Part of it is not just our services here, it's also if you're homeless without a car, you're probably eventually going to migrate to Charlottesville and you can just walk some things in the hospital.

A lot of people use hospitals as primary care or if they have a medical emergency sitting up there.

But I definitely think a big breakthrough for us to be able to get Holiday Drive open and something, you know, I just kind of very vaguely thought about is

It is a regional problem, and even when folks from surrounding counties end up here, it impacts every county because people will often end up going back to counties at some point.

Many have children who will be in school systems in surrounding counties.

It will impact every locality's foster care system, social services system.

So as we build out this center for homelessness services,

I do think it's an opportunity for it to be a regional center and perhaps there's some way for this body to facilitate conversations or about what that would look like to have it be a regional collaboration because again I do think it's something that beyond just a world committed to a lot of counties I think there's a direct practical financial benefit to surrounding localities

Evershead.

So I think we can have some of those conversations over the next several months and years.

And the only other thing for in terms of thinking regionally was a next era.

That's right.

By attempting to purchase Dominion to create the largest energy utility in the country, there is now an opportunity for localities to submit further feedback as well as their position on the midterm period.

And that ends on September 11, I think, is the date by which localities need to formally submit any concerns or positions they have.

I imagine localities may have their own thoughts on what their concern may be or if they're fully opposed to it or you support it.

But if there are localities who have concerns or who are opposed, I think to the extent that we can join together as a visual voice, if there are shared concerns, we'll make it much more

make it much more likely localities would be able to be heard as part of the process.

And I think my biggest concern is over time, how would it impact what rate payers and households need to pay as well as increasing costs for localities over time as well, I think is a risk.

So again, September 11th as a deadline, if any of your localities have been yourselves or your constituents have been, you know, hearing concerns about that, that pertains to your trip.

We only had one meeting in July, which is unusual, but on the agenda was the 1% school facility pass.

It was on the published agenda.

Before I even saw it, or after I even saw it, we would leave that on the agenda.

So the museum will not be having any pain with that.

It's nothing new.

Most everybody knows.

But anyway, that was our pleasure.

So we've gotten quite a bit of feedback from our services.

So that's where we all had that happening with the museum previously coming up.

The other thing that we accomplished this past Monday night, that we've been working on for at least two years, is doing shelters.

It's been a real struggle to get something together to try and not be overbearing anything.

Louisa County, we're talking about churches, maybe churches, houses, people, mainly during summer, but mainly during winter, but also sometimes it can be sunny, sunny, there's, well, then it's probably eight churches in the county that have shown, you know, just and have run

We require a CVD if a church needs to have a CVD in their facility.

And we just thought if we would like to move the door, we'd have a similar response from some neighbors of churches that were doing this, who said that they wanted some protection with it.

I'll tell you what really kind of turned

and Tyler.

The Louisa Homeless Coalition runs these churches.

It's not only a large organization, it has some really good people who are involved in it.

They came up last year, they trained, basically, I don't know what you call it.

What is it?

Pocha.

Pocha, framed up their own, brought back their regulations and everything.

So they were able to show those to us.

So we'll get up until the item's coming up on the agenda Monday night.

We thought we had a really good look.

Then some things had come up that day that we thought.

So we took a recess in the meeting and a couple of guys will be back.

In fact, it's about being its own teacher coalition, a couple of the churches.

and they got the final thing interrupted.

So we're calling a call out.

So if they say it was seven days, matching these three people per night, there's no initial use from the provider.

And the way they've worked it the last couple of years, one church will have it, and then it will switch to next week.

So that seven days winds up being probably two or three months.

for the time period.

I think right now it's a good senior plan.

I'm sure there's some things that we've got to leave it to.

But so those won't leave conditions for life.

More than that, we won't leave it if one church wants to do it all the time.

They'll still have to leave conditions for life.

But I think it will sort of really be accomplished.

I mean, really that worked out.

And as I said, I'm sure it's not comfy.

We can, I think, work it out.

We need to be happy.

So, I thought I'd work that way.

Personally, the amazing thing for me that happened there was apparently, you know, I guess, I had a huge thing going about it and everything reached out to me.

Williams.

That would happen if two of us went on the other side, you know?

I mean, so anyway, yeah, that's awesome.

Now I'm going to be appreciating that.

Now I'm not sure if I'm looking at me, though.

That's so awesome, which you do have.

Monday night, I also served in the engineering supervisor office.

that I thought that it was time that we, as a county, had a conversation with the city of Charlottesville about this situation.

And I think all of us are wondering what we're going to continue to work on and see if we can come back.

There have been many conversations that we can have with each other.

By the way, again, who knows what may initially come from it, but we have to start somewhere and then you might be an Albemarle, what are we doing?

A close partner with us, Linguistics 29, which has been very successful.

Is there any individuals or localities who would be more interested in it?

The next with Jen, who has been on the ground over the past few weeks at the encampment and has been deeply involved in figuring out how to get

And I think that 20% of folks that are still in I.T.

from New Hampshire are from Wayne's Academy.

I think they're pretty much dealing with actually with nobody in Wayne's Academy that I love.

Nobody that's been more supervised in Wayne's Academy

I'm sorry we didn't take that back because I think that just shows even more.

Thank you.

Well, the only reason Louisa turned out that 1% is because they're basically turning money and they don't know.

Well, not quite that many.

We will send a lot of money if you're ready.

That's at least a million dollars.

Well, it all gets built up like we think it's going to be, way over 100.

Oh, I'm sorry, what you currently have right now?

Oh, no, it's only one operating one.

Okay.

Well, we are getting, this is, I think, an amazing thing that most of us didn't think of.

The Amazon bill, those are the ones being built now, about between $400,000 and $500,000 just for permitting

We had to do all kinds of stuff.

For the next eight years, every police cruiser that Louisa gets has got to be a community development police cruiser.

Louisa has a real estate background.

We need to know a lot more when people move in.

And I'll just suggest this.

Keep your ears open.

Tenas, EDGE Corps, who's the ones who bought the property at Shenandoah, the 700 acres, they're starting to come out with some stuff.

And there's no doubt in my mind that the wave of the future of data centers in the United States is they're gonna have to get away from using massive amounts of money.

some of Spotsylvania County and Carolina County where Amazon's building that centers on a couple of campuses over there they're actually going to use the fluid from Spotsylvania County's wastewater treatment plan which is two and a half million gallons of three million gallons of water a day on average so they're going to use that well I mean that's an awesome way to use that but where you don't have that capability like in Louisa County you know we treat

maybe 400,000 gallons a day.

It's really not worth running a return line and stuff back to it, but doing something out of the water and also providing your own electricity is, that's the only way they're going to be able to move forward that I see.

And I don't know, did you know the big time, you had three people coming down from New Orleans,

But I think, you know, that was a huge, huge amount of attendance there.

Because they want, it's all over the country.

You know, it's not, and we can't just turn as away from that, or we can't, but you're also turning it as a way to be one of the huge ways of getting income.

So,

It also takes land.

You know, my album is just such a good example, I don't think, anymore, because they're just building them all, just stuff whenever you're aware of it.

Well, I think the album started in 2003, so that's a huge outcome for how far they thought about it.